Case 10 Denver Health Network Background Denver Health Network (Network) is a newly created subsidiary of the Denver Health System (System). The Network consists of five medical group practices. While it was originally placed in a for-profit subsidiary, concerns over Stark Law and the low profit lead to the System placing the Network in a newly created not-for-profit subsidiary. The practices include both primary and specialty physicians with an emphasis on obstetrics/gynecology, surgery, pediatrics, and psychology. Physicians are administratively organized in five groups.
A surgical site infection (SSI) is an infection that occurs after surgery in the part of the body where the surgery took place. About 300,000 SSIs occur each year. While most surgeries do not result in infection; about 1-3 patients out of every 100 who have surgery currently develop SSIs. Certain preventable surgical site infections (SSI) will no longer be reimbursed according to the Center for Medicare and Medicaid Services (CMS). Effective October 1, 2008, The Centers for Medicare and Medicaid Services (CMS) selected high-cost or high-frequency events from the National Quality Forum's list of “never events” for inclusion in this reimbursement change (Brown, Doloresco, Mylotte, 2009).
According to a survey conducted by Business & Health Magazine (Employer Sponsored Health Benefits Survey, 1997), in 1990,62 percent of health benefit plans were of a "conventional" indemnity nature, and only 38 percent were characterized as managed care. In 1997 the ratio had shifted dramatically with only 18 percent defined as conventional and 82 percent as managed care. The Institute for the Future (2000) reported that employmentrelated health plans are being quickly converted to managed care plans or being discontinued. Other health insurance programs, such as Medicare and Medicaid as well as privately purchased plans (25 percent of the health care insurance total), also are covered increasingly by managed care programs. In Michigan, the Access to Health Care Coalition (2002) estimates that for the current year the increase in health insurance costs will be 16 percent, or an average of $6,230 per employee.
55.7% of the populations speak a language other than English at home and 18.7% of the population in this community is below poverty level (U.s Census Bureau, 2010) Medicaid is the predominant health insurance of the patients at the clinic. Background Currently the clinic provides services 12 hours a day six days a week by appointment or walk-in. “It offers urology, surgical, orthopedic, ENT, gynecology and child development services to patients who qualify” (Memorial Hospital Los Banos, n.d.). It also offers education as part of its preventative measures and promotion of health. Staffed in the clinic are three nurse practitioners, two Registered Nurses, two Licensed Vocational Nurses, and five clerical staff.
Health care delivery is the relationship between patients and providers (Shi & Singh, 2012). These third-party payers include private insurance companies; manage care organizations (MCOs), government programs (Medicare, Medicaid, etc.). Third-party payers provide medical coverage from individual from high to low income families and individuals. However, today many Americans are uninsured. According to Shi & Singh (2012), reports showed that 1 in 3 or 87.6 million Americans were uninsured between 2008 and 2009 under the age of 65.
Emergency Department's Speed and Accuracy Rebekah Pryor Mount Vernon Nazarene University Quality Management in Healthcare Organizations HCA6063 February 16, 2013 Dr. David H. Coleman Introduction America's emergency rooms are having several problems. Emergency medicine encompasses the care of patients with traumatic injuries or serious signs and symptoms of disease. Quick evaluation and rapid treatment of these patients obviously cannot be done on an “elective” basis (Brewster, 2007). These services are invariably provided under the auspices of a hospital and are available to patients 24 hours a day, seven days a week. Moreover, hospital emergency departments (EDs) are the only part of the health care system that is required by federal law to provide care to all patients, regardless of ability to pay.
734 812 + 50 + 1 062 328 = A 1 977 180 C 1 797 180 B 1 797 190 ( D 1 779 190 9. 2 450 000 − 36 000 − 300 500 = A 1 789 500 C 2 113 500 ( B 1 798 500 D 2 383 950 10. 158 780 ÷ 25 = 6 351 remainder . What is the number need to be written in the above? A 1 C 10 B 5 ( D 15 11.
(Hughes and Belgian, 2015) (this of course was based on the old model that was current in 2011) It was these five basic rights that led me as a novice nurse to make a medication error. Using Gibbs Model of Reflection (Bulman and Schultz, 2013), I will delve into the details of the occurrence, and how it has changed my practice. My first nursing job was in an acute care rehabilitation hospital, where we would have on a regular day, 8 patients. There were times when I had had as many as 10 patients with admissions. Some nights the patient load seemed easy, when it seemed to be a run of orthopedic patients.
March 7th 2012 ECS3250 (2011-2012) Coursework Name: Sean Goodwin Student I.D: M00295169 Part 1 Abbey Trading Company is considering a project that is susceptible to risk. An initial investment of £90,000 will be followed by three years each with the following expected cash flows (there is no inflation or tax): | £ | £ | Annual sales (volume of 100,000 units multiplied by estimated sales price of £2) | | 200,000 | Annual costs (volume of 100,000 units multiplied by unit labour, material & other costs respectively) | | | Labour | 100,000 | | Material | 40,000 | | Other | 10,000150,000 | (150,000) | | | 50,000 | The initial investment consists of £70,000 in machines, which have a zero scrap value at the end of the three-year life of the project and £20,000 in additional working capital which is recoverable at the end. The discount rate is 10%. (1) Calculate the NPVof the project and explain what it means The NPV of the project is £54,345, meaning firstly that this project has a positive present value and therefore worth the time to consider further if it is viable. We arrive at this NPV figure by using all the information given above.
Ratio calculations consists of operating efficiency, financial structure and profitability ratios. Figure 1.1: Key accounting ratios Operating efficiency According to operating efficiency we can talk about cycle of production which normally consists of supply, production, demand and collection phase. Each has its important ratios which are analysed in following lines. Supply phase Trade-creditor days give us information about payment terms of obligations to suppliers. In case of Ryanair it could see that it is usually more than 21 days from 2008 to 2010 which is approximately 3 weeks.